Georges River 2050 Leading for Change Strategy

Table of Contents

IN RECOGNITION OF THE BIDDEGAL PEOPLE...... 4 GEORGES RIVER 2050 – LEADING FOR CHANGE ...... 6 Connected, naturally...... 8 Think globally, act locally...... 10 Our strengths...... 12 Your Council...... 14 Georges River 2050 in summary...... 17 ACCESSIBLE...... 18 Why should we take action?...... 20 What do we want to achieve?...... 21 What are we doing already?...... 21 City shaping projects...... 22 Future projects...... 26 GREEN ...... 32 Why should we take action?...... 33 What do we want to achieve?...... 33 What are we doing already?...... 34 City shaping projects...... 36 Future projects...... 40 DIVERSE ...... 48 Why should we take action?...... 50 What do we want to achieve?...... 51 What are we already doing?...... 51 City shaping projects ...... 52 Future projects ...... 56 INNOVATIVE ...... 64 Why should we take action? ...... 66 What do we want to achieve? ...... 66 What are we doing already? ...... 67 City shaping projects...... 64 Future projects ...... 72 TARGETS, MONITORING AND REVIEW ...... 76 NEXT STEPS ...... 78 DATA NOTES ...... 79

2 3 In recognition of the Biddegal people

Georges River Council acknowledges that the Biddegal people of the Eora Nation are the traditional inhabitants and custodians of all land and water in which the Georges River region is situated. The Georges River, with its rich resources, natural setting and connections to country, is a place that attracted people, and a place where people traditionally gathered.

Council recognises Aboriginal people as an integral part of the Georges River community and highly values their past and future social and cultural contributions. Georges River Council acknowledges that our future will always be informed by our past.

We are committed to respecting Aboriginal people as Australia's First Peoples. We have adopted the practice of acknowledging the Traditional Custodians of Country at events, ceremonies, meetings and functions.

The Georges River Indigenous Reference Group provides a link between Georges River Council and the local Aboriginal community, respecting their right to self-determination and community empowerment.

George River 2050 learns from these connections and the strength and resilience of Aboriginal people to inform the future.

4 5 6 LEADING FOR CHANGE advances into a30-year outlookto 2050. and befuture focusedbyadaptingthefollowingproject It isnowtimeto lookbeyond ourcurrent program of work response to NSW government strategic planning. Integrated Framework PlanningandReporting and change,prepared of aspart theLocalGovernment with strategies andplansinplaceto managefuture growth As anorganisation we already have strong foundations Council asapositive leaderforchange. and theglobal callto action.ItestablishesGeorges River Georges River 2050responds to thesetrends, challenges goals aswe planforthefuture of theGeorges River area. people, prosperity.planet and We will adopt these align and commitment to transforming theworld through actionsfor unlocking opportunities better future;amplifyingstrengthsand Georges River2050isaboutbuildinga and apositive leaderfor change. we willbefuturefocused, ambitious Council’s commitment to thecitythat This document isGeorgesRiver Sustainable Development Goals (UNSDGs) and more sustainablefuture through theUnited Nation’s Australia hassignedupto global aspirationsforabetter We knowthatbig-picture, long-term trends andforces uncertainties, localshocksandstresses. uncertainties, ability to beresilient, adaptandthrive inresponse to global We alsoknowthatwe needto strengthen thecommunity’s Georges River’s localplaces, communitiesandeconomies. - global, nationalandacross Greater Sydney -willimpact 2 3 , ashared 4 and in 1

1 Hajkowicz, S. Cook, H. and Littleboy, A. Our future world: Global megatrends that will change the way we live, CSIRO, Australia, 2012. 2 Resilient Sydney: A Strategy for City Resilience (2018) Published by the City of Sydney on behalf of the metropolitan Councils of Sydney with the support of 100 Resilient Cities. 3 United Nations Sustainable Development Goals, https://www.un.org/ sustainabledevelopment/sustainable-development-goals/ 4 NSW Office of Local Government, Integrated Planning and Reporting Framework https://www.olg.nsw.gov.au/councils/integrated-planning- and-reporting/framework

7 GEORGES RIVER 2050

Connected, Naturally.

In 2050 the Georges River area will Georges River Council will lead for change, ensuring be an accessible, green, diverse and we are future focused and thinking beyond our current programs of work and day to day activities, innovative place, community and making conscious decisions to achieve our economy. In 2050, Georges River is aspirations. Connected, Naturally. The Georges River area is a place that residents, In 2050, as a resident, visitor or business in workers, students and visitors enjoy. It is well Georges River, you are Connected, Naturally. These positioned within Greater Sydney, surrounded by connections are to the river, to nature, to local and containing unique environmental, social and history, to diverse communities, to recreation and economic assets. Georges River 2050 has four services, to public transport, to jobs, to information strategic directions supported by priorities. Three of and to technology. These connections provide these - Accessible, Green, and Diverse - reflect and opportunities to realise your fullest potential. build on Georges River’s current strengths; the fourth - Innovative - sets aspirations to lead change and This future cannot be achieved in isolation. We reveal new possibilities for a better future. commit to collaboration with the Australian and NSW Governments, other local government organisations, the Georges River’s communities and businesses to build on local strengths and make Georges River, and ultimately Greater Sydney, the best place it can be.

We will: • shape, lead and deliver key initiatives

• provide a policy framework and guidance for businesses and communities to take a leading role in a more sustainable future

• inform the Australian and NSW Government on infrastructure investment and policy priorities

• work with other councils to address shared issues and opportunities – including, but not limited to, Canterbury-Bankstown, Bayside and Sutherland Shire councils

• building strategic partnerships with other stakeholders, including transport, education and health providers

• advocate for the best outcomes for the Georges River area

• lead local and regional debates on how we can achieve a more sustainable future.

8 LEADING FOR CHANGE

Figure 1: Georges River is well positioned in greater sydney. Greater Sydney context Its location, environment, communities and economy make it a place with unmatched potential and opportunity

9 GEORGES RIVER 2050

Think globally, act locally.

The United Nations Sustainable Development Goals (UN SDGs) set a clear agenda for sustainable development globally. The 17 goals are supported by 169 targets and 230 indicators.

They respond to global economic, social and environmental challenges. Australia is a signatory, along with all 193 member states in the UN. Global and national success will only be achieved by aligning with local planning and investment.

The Australian Government’s Voluntary National Review (June 2018) acknowledges the importance of local government to achieving the UN SDGs at a local level. Georges River 2050 is a local response to the UN SDGs that embeds the UN SDGs into Council operations and reporting5.

There are further opportunities for us to engage with communities, businesses and employees on the UN SDGs to raise awareness, improve advocacy and integrate them into monitoring and evaluation.

Resilient Sydney

Georges River Council is committed to the Resilient Sydney Strategy and Program. We are one of 33 councils across metropolitan Sydney working together with action, investment and policies, sharing our experiences and learning to make our communities, stronger and more resilient.

Georges River 2050 sets aspirations to achieve these goals through city shaping projects and programs.

5 https://www.sdgdata.gov.au/about/voluntary-national-review

10 LEADING FOR CHANGE

11 GEORGES RIVER 2050

Our Strengths

Georges River’s Environmental, Social and Economic Strengths

So many aspects of Georges River • is made up of diverse and culturally rich make it a great place to live, work communities with a young workforce, a high proportion of residents who speak languages and be in – its location, environment, other than English, and residents from places as communities and economy. diverse as China, Nepal, Greece, Philippines and India

Georges River: • is home to a skilled workforce with low unemployment (3.4 per cent) relative to Greater • connects across the metropolis of three cities, Sydney (4.5 per cent) and higher rates of including to each of the metropolitan centres education attainment that act as anchors for the Eastern Harbour City, Central River City and Western Parkland City, and is • sees a higher proportion of residents who use the gateway to the South District, with connections public transport for work (31 per cent compared to to the Illawarra and Shoalhaven 23 per cent in Greater Sydney)

• is within 30 minutes of the Sydney CBD and less • welcomes 2.5 million international visitor nights than 20 minutes to Sydney Airport from two rail per year. lines, with 11 train stations in total and major road connections

• is an area where almost half of the land has riverfront as its boundary, with bushland, biodiversity and natural habitats

• includes a tree canopy beyond major parklands across streets and private lands

• features local regional parks and sportsgrounds including Oatley Park, Gannons Park, Olds Park, Poulton Park, Hurstville Oval, Penshurst Park, Hurstville Aquatic Leisure Centre, Norm O’Neill Cricket Training Facility in Penshurst and Netstrata Jubilee Stadium

• contains accessible open space and playgrounds with nearly all residents living within 400 metres of open space

• includes 40+ local centres, villages and neighbourhoods that offer shops, local services, meeting places and community facilities and services

• offers job diversity. Kogarah providing high quality health and education and Hurstville hosting greater levels of commercial and retail

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13 GEORGES RIVER 2050

Your Council

Strong accountable governance is vital to achieving our aspirations and will be a critical factor in achieving change.

Georges River Council will lead for change, ensuring we are future focused, thinking beyond our current programs of work and day to day activities, making conscious decisions to achieve our aspirations. It will be with strong accountable leadership that we will achieve our goals.

In the context of Georges River 2050, Council will:

• Show leadership in cultivating solutions to emerging trends that will improve Sydney and the Georges River Area

• Continue to be open, informed and transparent in our decision making

• Support a resilient, skilled and professional workforce with the capabilities to shape a better future for the city

• Advocate for a better Georges River to state and federal government, agencies and the private sector

• Commit to collaboration, partnerships and sharing our resources to provide great outcomes for the community.

Community Strategic Plan - Leadership and transparency goals:

• The community is involved and listened to • Open, informed and transparent decision- making decisions that support the interests of the community • Leadership focuses on innovation and improving the customer experience • Councils assets and resources are managed responsibly and will accountability • Our workforce is capable, resilient and diverse • Council has a regional approach to service delivery

14 LEADING FOR CHANGE

15 GEORGES RIVER 2050

16 LEADING FOR CHANGE

GEORGES RIVER 2050 In 2050, the aspirations for our city are:

Accessible

People and businesses connect locally, regionally, nationally and globally. From easy walking and cycling links, to the use of innovative transport technologies across the city to new and upgraded links across Greater Sydney and to the Illawarra. Georges River has transformed connectivity within and from Greater Sydney.

Green

A leafy, green place where biodiversity thrives and people can easily access open space for sports and recreation. There is a reduced reliance on natural resources, and as a result, environmental impacts are minimised. Georges River is a leader in environmentally sustainable development.

Diverse

Social and cultural communities are celebrated and connected. All residents, workers and visitors enjoy cultural and entertainment facilities, events and activities and innovative and creative spaces. Communities and businesses embrace change and create opportunities from unexpected challenges.

Innovative

A strong economy across its accessible network of centres and villages. Residents of all ages and a pool of talented knowledge workers engage in lifelong learning to build their skills, expertise, creative thinking and health and wellbeing. Georges River Council is a positive leader for change with a culture that enables innovation to thrive.

17 IN 2050 Opportunities for everyone through connecting locally, across Greater Sydney and globally.

Georges River provides opportunities for everyone to connect. People and businesses can connect locally, across Greater Sydney, nationally and globally. Leading technology predicts and responds to the community’s travel needs and offers new and more sustainable modes of transport. Integrated transport choices mean less people need to own and use cars.

Georges River is an easy place to walk and cycle around with extensive pedestrian and cycle links. Transport has evolved so our community has more options to get to local jobs, centres, recreation areas and schools. Mobility on-demand adds to the robust local public transport network. Shared and autonomous vehicles make roads safer and less congested, and make it easier for people with impaired mobility be part of their community. Streets are places for people; they are pedestrian-friendly and safe to be on, day or night.

Georges River is well connected to the Eastern Harbour City, the Central River City and Western Parkland City with upgraded and new public transport connections. Georges River acts as a gateway to the South District, the Illawarra and Shoalhaven while also in easy reach of Sydney Airport and Western Sydney International Airport. ACCESSIBLE

Current context

Georges River is in the South District, bordering with Canterbury-Bankstown, Bayside and Sutherland local government areas.

It is 15 kilometres from the Harbour CBD and less than 10 kilometres to Sydney Kingsford Smith Airport and Port Botany.

It is served by the South Western Motorway, the Princes Highway, Forest Road, King Georges Road, Stoney Creek Road and two railway lines - the T8 Airport and South Line and T4 Eastern Suburbs and Illawarra Line. There are 11 train stations across the 24 suburbs.

Nearly three-quarters of working aged residents travel outside of Georges River to work. Overall, 31 per cent of residents travel to work by public transport, compared to 23 per cent in Greater Sydney.

The Georges River extends along about half of the LGA boundary; however, many parts of it  are not accessible to the public.

Georges River has a steady growth of international visitors with 2.5 million visitor nights each year.

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Why should we take action?

• The NSW Government has set a vision for Greater • An increase in young workers will also place Sydney to be a 30-minute city, where everyone demand on connections to and from major has access to a strategic centre within 30 minutes employment hubs across Greater Sydney, such as by public transport. This requires direct public and the Sydney CBD and Parramatta active transport links to and from Georges River to jobs, education and services across the Greater • The demand for efficient and easy access to Sydney region existing and future airports will increase as global connections strengthen • Making Georges River an easier place to access will also influence the productivity and liveability • To meet community demand for better walking of the South District and cycling networks and access to open space to achieve better health and wellbeing outcomes • Greater Sydney’s rising population will result in increased housing, jobs and residents in Georges • Autonomous cars are likely to be phased in across River, placing pressure on existing infrastructure, the next 30-50 years. This will reduce private car services and transport networks ownership and change public spaces, road space and public car parks into places for people. • An increasing ageing population will need easy and affordable access to local amenity and services

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What do we want to achieve? What are we doing already?

• Improvements to the quality of existing public We support local connections by: transport including increased services, express services and better bus interchange facilities. • Eleven cycling routes, including off-road shared paths and on-road cycling routes • Access to Sydney CBD and Sydney Airport in 10 minutes, seamless door-to-door mobility • Support for a community shuttle bus providing service options appropriate to our communities services between Hurstville and Kogarah circumstances. • Ten Disability Discrimination Act-compliant bus • 30-minute public transport to Parramatta, stops and a plan to deliver another ten Bankstown, Randwick and Western Sydney International (Nancy-Bird Walton) Airport • Implementing integrated transport options as highlighted in the Hurstville Transport • A city for people rather than cars, with streets as Management and Accessibility Plan (TMAP) places - less traffic and private car ownership, more active and public transport, shared and • Working with the Greater Sydney Commission autonomous vehicles, and micro mobility options and Bayside Council to develop a Kogarah Place such as e-bikes and scooters Strategy to improve connections within, to and from Kogarah • Public transport, walking and cycling access to the river and parklands. We advocate and plan for global and regional connections by:

• Developing our Local Strategic Planning Statement and an Integrated Transport Strategy

• Working on a Movement and Place Framework for the Kogarah Collaboration Area to identify potential future connections and green grid opportunities

• Collaborating with neighbouring councils to advocate for the future Kogarah to Parramatta Georges River is key to mass transit link achieving the 30-minute • Joining City Possible, a network of global cities to work on solutions for more inclusive, sustainable city vision for Greater and connected cities. Sydney.

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CITY SHAPING PROJECTS

Central Rail Kogarah to Parramatta

The vision for Greater Sydney as a We will continue to advocate for future transport metropolis of three cities means most connections, shared vehicle use, better public residents will live within 30 minutes of transport infrastructure and services for local communities and businesses, particularly those their jobs, education and health facilities, suburbs with less reliable public transport options services and great places. including Blakehurst, Lugarno and Connells Point. We also need to lead culture change within the Georges River is currently connected to the Sydney community to further embrace public and active CBD via two railway corridors. Kingsgrove, Beverly transport use. Hills, Narwee and Riverwood have direct rail services to Sydney Kingsford Smith Airport. Despite We will advocate for the Central Rail through: this, further improvements are needed to connect Kogarah to more of Sydney’s knowledge, health and • Preparing an Integrated Transport and Land Use education jobs, services and opportunities. Strategy to identify priority transport projects and actions, including advocacy required Better connections to Bankstown and Sutherland in the South District and more direct links to Greater • Shared advocacy efforts across multiple local Parramatta, at the heart of the Central River City government areas including Parramatta, and the centres in the Western Parkland City, will Canterbury-Bankstown and Bayside for the be required as more jobs and opportunities are proposed Kogarah to Parramatta via Bankstown created across the three cities. The NSW Government mass transit link is investigating short, medium and long-term infrastructure initiatives (see Box 1), including options • Strengthening relationships with the Australian and that will further embed Kogarah and Hurstville as NSW Governments to inform future investment transport hubs for Greater Sydney. and services priorities.

2056 Future Transport Routes

• F6 Road Extension (Stage 1 Arncliffe to Kogarah • Extension of the south-east mass transit/train link (committed); and then further south to Loftus (0-10 from Randwick to Kogarah and Miranda to provide years investigation) longer term capacity relief on the T4 Illawarra Line and support urban renewal. (20+ years visionary) • T4 Illawarra Line (including South Coast Line) train improvements (2026) • Potential Macquarie Park to Hurstville (or Kogarah) via Rhodes (through Burwood or Strathfield) mass • Parramatta to Bankstown to Hurstville / Kogarah transit/ train link will provide important cross-city Rapid Bus Link (0-10 years investigation) connectivity from Macquarie Park on the Sydney Metro to the T1 connection at Rhodes and then • Parramatta to Kogarah via Bankstown mass transit continuing on to Hurstville (20+years visionary)

/ train link (10-20 years investigation) • Extension of the Parramatta-Bankstown-Kogarah Source: https://future.transport.nsw.gov.au/ link to Norwest (20+ years visionary)

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The 30 Minute City This map shows the locations that can be accessed Source: Future Transport 2056; SGS accessiblity modelling today within 30 minutes from Hurstville and Kogarah (see note below). train stations in the AM Peak. Note: The 30-minute accessibility catchment calculates a 30-minute multi-modal trip based on 2019 public transport provision (buses, trains, light rails and ferries) and walking. The 30 minutes accessibility New rail corridors between Parramatta – Bankstown catchment uses the timetable, stops and routes information from – Kogarah; and from Randwick – Kogarah – Miranda Transport for NSW’s General Transit Feed Specification (GTFS). The 30 (as described in Future Transport 2056) will extend minutes travel time includes walking time to stations, wait time based on timetable and door to door travel time. The default walking speed today’s 30-minute catchment and provide faster is 80 metres per minute. The calculation assumes an 8 am departure access to the growing job opportunities in the time on a weekday. Two catchments were produced based on two Eastern City and the Central City. departure locations, Hurstville Station and Kogarah Station.

The connection between Macquarie Park and Hurstville (or Kogarah) via Rhodes would also extend this 30-minute catchment from Hurstville and Kogarah even further.

Figure 2: Access within 30 minutes from Hurstville and Kogarah rail stations (today) and future transport 2056 new rail infrastructure (to 2056)

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CITY SHAPING PROJECTS

The Great Georges River Walk

The Georges River is an integral part of Greater Sydney. It continues to be an important place for Aboriginal people in the South Sydney region, providing food, transport and a place for gathering.

Today, it provides great views for residents and opportunities for walking, recreation and catching up. It has high value as a place for biodiversity, water quality and recreation. While there are many parks and recreational spaces along the river, they are not currently connected.

A continuous walking track along the Georges River foreshore would be a scenic experience to encourage active living, provide access to parks and recreation and enhance spiritual connections to the river. Low impact shops, cafes and restaurants would thrive along key locations with local visitors, regional and international tourists spending money in the area and learning about the importance of the river. The project would provide an opportunity to hear stories from the traditional inhabitants and custodians of the land and waters.

The Greater Sydney Green Grid: South Spatial Framework6 identified four project opportunities that would contribute to the Great Georges River Walk:

• Georges River Bay Parks (cluster of projects along the foreshore of the Georges River, connecting parks and wetlands, including Len Reynolds Reserve, Northcote Street Reserve, Sans Souci Park, Claydon Reserve, Carss Bush Park Reserve, Shipwrights Bay Reserve, Bald Face Point Reserve, Poulton Park and Moores Reserve, Comp Pleasure Groups and Coronation Bay)

• Connecting open spaces along the M5 road corridor

• Salt Pan Creek Corridor

• Georges River Parklands Corridor – connecting to Chipping Norton Lakes.

We can make advances towards 2050 by:

• Improving signage and information to connect existing open space and green links

• Advocating to the NSW Government to bring forward Green Grid projects that connect to the Georges River

• Developing a master plan for the Great Georges River Walk, including a long-term strategy for collaboration and investment

6 Tyrrell Studio (2017) South District Sydney Green Grid, Spatial Framework and Project opportunities, for Department of Planning and Environment in Association with the Office of the Government Architect.

24 ACCESSIBILITY

The Great Georges River Walk is an opportunity to connect the past and future of Georges River, and create a community recreation and tourism asset.

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FUTURE PROJECTS

10-minute city: Cycle the City - cycling links on-demand transport village to villages, the river, bays and access heritage

On-demand autonomous transport services to meet Existing walking and cycling links provide a great the changing local community needs across Georges starting point for a more connected walking and River. On-demand services take advantage of new cycling network. A local cycling network that technology to allow people to book a vehicle when connects suburbs, supports active living, a healthier it suits them. A focus could be on servicing locations community and local access. not within walking distance to local centres and villages e.g. Blakehurst, Connells Point and Kyle Bay. A Georges River cycling network would be safe, On-demand buses are already in operation or being separated from road traffic and built with recycled trialled in Greater Sydney. materials to reduce waste and energy use. It would connect main routes to local centres, transport hubs With on-demand transport village access, Georges and recreational areas and open space and have River will be a place where residents and workers appropriate end of journey infrastructure. The Greater can access local open space, services, retail and Sydney Green Grid: South Spatial Framework7 community services within 10 minutes. identifies opportunities for recreational and transport connections, including Georges River Green Links to Stations and Centres, and Inter Rail Line Green Links. Early moves include advocating for a green grid walking and cycling route along the T4 and T8 rail corridors.

26 ACCESSIBILITY

Planning for new transport Jubilee Sports and technologies Entertainment Precinct

We will actively explore new technologies to improve Netstrata Jubilee Stadium and adjacent Kogarah Park accessibility, such as ride share, autonomous vehicles, is the home of the St George Illawarra Dragons. It is electric vehicle charger infrastructure and robotics. a multi-purpose stadium used for rugby league and We will engage providers of new technologies to football at the highest levels and also hosts regional understand the impacts of these technologies on the and community-based sports, yet it could be so built environment and look to implement policies much more. A sports and entertainment precinct that support early adoption. could be a meeting and celebration space for the local community and visitors. A stadium providing weather protection and a surrounding entertainment precinct would expand the use of the asset beyond the sporting season.

IN 2050 Enhanced natural assets focused on the river and catchments, reduced reliance on natural resources and minimised environmental impact

Georges River is a leafy, green place, setting new standards for the quality of the urban realm as a ‘cool place’. Tree cover expands from bays, parks, reserves and waterways into shaded streets. People use the Georges River itself for recreation, while biodiversity thrives in the river, riparian lands and biodiversity corridors, where there is a focus on ecosystem restoration and carbon sequestration. Parks and sportsgrounds are easy to get to and are used for many different sports and types of exercise.

Georges River’s enriched natural assets draw on the river and its catchments. Reliance on natural resources is low, and environmental impacts are minimised.

Council’s buildings, assets and facilities are zero net carbon. We’re a leader in sustainable development and we proactively enrich Georges River’s natural assets, such as the foreshore, bushland, waterways and wildlife, to support and promote sustainable living.

Residents and businesses integrate sustainability into their everyday lives and operations. The notion of a circular economy is based on resources being either safely returned to nature or back into systems where they can be reused or renewed, to reduce the consumption of raw materials and the generation of waste. This drives local decisions on clean and affordable energy, efficient appliances, water saving devices, products made from recycled materials (including local infrastructure), waste management, purchasing and procurement. GREEN

Current context

Georges River Council owns and maintains 266 parks and reserves, totalling 477 ha.

Most residents live within 400 metres of open space, and the provision rate of 2.7 ha per 1,000 people (excludes golf courses) is comparable to nearby LGAs. Two golf courses in the LGA – Hurstville and Beverley Park – take up 68.9ha.

The large open spaces in the south of the LGA near Georges River include Oatley Park, Carss Bush Park and Gannons Park. Regional and local sports fields include Hurstville Oval, Jubilee Oval, Olds Park, Renown Reserve, Penshurst Park, Poulton Park, Peakhurst Park and Kempt Field.

The LGA had 38 per cent tree canopy coverage in 2018, including mangroves.

In 2017 the number of solar installations increased by 11 per cent on the previous year. The number of solar water heater installations increased by 2.5 per cent in 2017 than its previous year.

There was an approximate 2.6 per cent reduction in electricity consumption and a 3.1 per cent reduction in water consumption within Council facilities between the 2015-16 and 2017-18 financial years.Total domestic waste generation was 54,983 tonnes, with a recycling rate of 42 per cent (lower than NSW’s 46.8 per cent recycling rate (NSW Local Government Waste and Resource Recovery Data Report 2014–15). The 2018 waste to landfill diversion rate was 52 per cent.

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Why should we take action? What do we want to achieve?

• At its current rate, global warming is likely increase • Innovative open spaces in centres near new housing temperatures by 1.5°C between 2030 and 20527 and over new and existing transport corridors

• Pathways to limit global warming require rapid and • Greater access to the river and more opportunities far-reaching transitions in energy, land, urban and for people to walk to open space infrastructure (including transport and buildings), and industrial systems8 • High levels of participation in sports and recreation and walking and cycling • There was a 7.6ha shortage of active open space in 20189 and many sports fields are overbooked • An expansive tree canopy, biodiversity and ecological habitats with increased tree cover that brings the • Tree canopy provides biodiversity and ecological northern parts of the LGA in line with the south habitats while also contributing to clean air and a cooler climate by sequestrating carbon dioxide. • Affordable, clean energy for businesses and The northern parts of the LGA have lower levels of residents urban tree canopy than the southern parts along the river • 100% renewable energy and net zero emissions for Council operations by 2025 and supporting our • There are growing demands on water and energy, community and businesses to reduce their own impacting supply and prices emissions

• The cost of waste disposal in landfill is increasing • Zero net carbon emissions contributing to climate change mitigation measures • While the Georges River is one of Sydney’s healthiest rivers, water quality is often • Innovative delivery of services and infrastructure compromised including water, energy and digital

• A resident and business community committed to

7 Global warming of 1.5°C. An IPCC Special Report on the impacts of global a circular economy and reducing waste generation warming of 1.5°C above pre-industrial levels and related global greenhouse and disposal gas emission pathways, in the context of strengthening the global response to the threat of climate change, sustainable development, and efforts to eradicate poverty • Improved water quality in the Georges River and 8 ibid its catchments to allow for year-round recreational 9Georges River Council 2018, Open Space, Recreation and Community Facilities Draft Strategy 2018 - 2036 fishing and swimming and healthier natural habitats

• Greater self-sufficiency through urban farms, productive backyards, balconies and streets and fresh food markets.

34 GREEN

What are we doing already?

• Work being undertaken through the Kogarah • Procuring 20 per cent of renewable energy in our Collaboration Area process has identified areas electricity contract through a power purchase with low urban canopy, high heat vulnerability agreement (PPA) and sites that have large contributions to carbon emissions. Several greening and sustainability • Installation of ChillOut Hubs to mitigate the Urban initiatives are being proposed to respond to the Heat Island (UHI) effect needs of the area • Climate Change Adaptation Risk Assessment • A Memorandum of Understanding (MOU) between identifying climate change risks and future Council and the Department of Education to adaptation plans investigate Joint Use Projects • Environmentally Sustainable Development (ESD) • Banning of all single use plastic bags and straws provisions in Council’s LEP 2020 at all Council-owned facilities and venues and Council-run functions and events • Waste and sustainability controls in Council’s DCP 2020 • Extensive education campaigns including Our Energy Future program to help residents reduce • Development of a Biodiversity Strategy informed their environmental footprint, with free advice on by a LGA-wide biodiversity study. energy efficiency and renewable energy, including solar panels and backyard biodiversity guides

• Community gardens where residents can grow food and learn about waste management

• Increased protection through the Tree Management Policy and funding to plant upwards of 500 trees through the Five Million Trees for Greater Sydney grant program

• A solar power program developed with the South Sydney Region of Councils (SSROC) using our energy advice service, Our Energy Future

• Energy and Water Management Plan and energy efficiency reduction projects under development.

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CITY SHAPING PROJECTS

100 per cent renewable energy and zero net emissions

The CSIRO believes the shift to 100 We can make advances towards 2050 by: per cent renewal energy is inevitable • As an organisation investing in energy efficient for Australia. Net zero emissions can assets such as hybrid and electric vehicles, solar be achieved by balancing a measured power and LED lighting amount of carbon released with an • Building community support for renewable energy equivalent amount sequestered or 10 through workshops, programs and information offset. sessions The NSW Government has committed to net zero • Investigating sources for renewable energy carbon emissions by 2050. We will lead work • Investigating digital solutions to capture and towards the targets across our own operations and report on data, including monitoring energy provide the policy settings, information and support consumption and carbon emissions to businesses and residents to reduce their own emissions and practice more sustainable energy • Facilitating workshops with developers and choices. investors to understand the supply and demand for net zero commercial and residential buildings Climate change mitigation could include action • Investigating policy measures to encourage the around improved energy efficiency, investment development of net zero carbon buildings. in renewable energy, carbon stock/sequestration, behaviour change and offsetting unavoidable emissions. Acting now on cost-effective measures will reduce emissions. These measures could include 10 UN Environment 2018, Business Unusual: the Shift to “ Carbon Neutral”, investment in electric vehicles, LED and solar panels. NSW Government Achieving Net Zero Emissions Fact Sheet Future technology such as battery storage will leverage new innovations and explore further options to contribute to the net zero emissions target.

Pathways toward net zero emissions

The South District Plan sets a planning priority for • New building standards and retrofits so that ‘a low-carbon city contributes to net-zero emissions energy, water and waste systems operate by 2050 and mitigate climate change’. To achieve as efficiently as possible in residential and the net-zero emissions target, the plan suggests the nonresidential buildings following pathways: • Building and precinct-scale renewable energy • New public transport infrastructure, electric generation vehicles and autonomous vehicles to connect • Waste diversion from landfill. residents to their nearest strategic centre or

metropolitan centre within 30 minutes

• Transport demand management initiatives including working from home

• Better walking and cycling and easier access to car sharing, carpooling and on-demand transport

36 GREEN

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CITY SHAPING PROJECTS

Zero waste to landfill

We see a big opportunity to take a We can make advances towards 2050 by: leading role in NSW’s current waste crisis. • Preparing a waste management strategy that Zero waste to landfill requires us to adopt includes zero waste to landfill as a long-term a different mindset and see waste as a target resource or opportunity. It’s also about • Exploring innovative recycling ideas avoiding and reducing the amount of waste generated, re-using and recycling • Investigating the use of recyclable materials for the waste and drawing on the circular public domain, streets and roads upgrades economy principle of regeneration. • Supporting local re-use, recycling and composting initiatives We will aim for more than 90 per cent of generated • Hosting sustainable behaviour workshops in waste to be diverted from landfill by 2050. community centres and libraries We currently provide three types of bins - one that • Building worm farms and composting facilities in goes to a mechanical biological treatment facility community gardens and at Council’s buildings to and landfill, one that goes to a material recycling re-use food waste for producing fertiliser for food facility, and one that goes to an organic resource production. recovery facility. Zero waste to landfill means that all waste, including building materials and asbestos, that currently goes to landfill will need to be reduced. Any remaining waste would be either recycled or recovered. We will develop partnerships with businesses, institutions and households to help them reduce and manage their waste.

Case study examples

of zero-waste

Many cities around the world have a zero-waste to disposal in decades in 2013. The city exceeded its landfill policy. San Francisco introduced mandatory 2010 goal of 75 per cent diversion with a rate of 80 separation of recyclables and compostable goods per cent diversion of waste from landfill. Central to and banned expanded polystyrene foodware to its success is clear communication with residents, meet at goal for zero waste by 2020. San Francisco an ambitious vision and measurable milestones to applied a waste reduction hierarchy to waste track progress. management – reduce and reuse, recycle and compost and reached its lowest level of landfill

38 GREEN

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FUTURE PROJECTS

Zero single use plastics Shared and jointly used public

Single use plastics such as straws, plastic bags, coffee spaces lids, water bottles and food packaging are a major Public open space encourages healthy living, form of waste in waterways and contribute to landfill mitigates flooding, improves air and water quality, as they are made from non-renewable resources. A cools the environment and encourages recreational target of zero single use plastics will reduce waste activities. Council will help to provide and facilitate and environmental impacts and follow moves by suitable and versatile public open space, particularly governments and the private sector across the world in our medium and high density areas where to ban and transition away from single use plastics. We demand and the urban heat island (UHI) effect is will set the standard, raise awareness, collaborate with higher. This will include partnerships and agreements businesses and set relevant regulation and incentives. with other large landholders, particularly the State Government. In these shared spaces, we will promote cultural activities, festivals and night markets. We will maintain and improve open space and respond to the changing needs and expectations of community members.

40 GREEN

Georges River water quality Urban agriculture

The Georges River connects across several local To pioneer sustainable living we will support greater government areas: Fairfield, Liverpool, Canterbury- urban agriculture and food production by dedicating Bankstown, Bayside, Sutherland, Campbelltown, areas of public spaces as community gardens Wollongong, Wollondilly and Georges River. The and providing information about how to produce River must be managed by all who live along it. The fresh food in backyards and balconies. Community Georges Riverkeeper organisation began in 1979 as gardens and fresh food markets promote sustainable a group of community volunteers and is now fully living, less waste and local food production. We funded by member councils and State agencies. will investigate opportunities to support temporary We will continue to invest in the organisation and fresh food markets in schools and public parks to focus on water quality by seeking grant funding improve access to affordable food, sourced locally. opportunities, shoreline improvements and native habitat expansion. The river will be celebrated for its recreational opportunities including swimming and fishing and will continue to be the lifeblood of the local government area.

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Rubbish to roads Tree canopy, biodiversity and

We will investigate the use of recycled materials for ecological habitats infrastructure such as roads and cycle ways, using a circular economy approach to local asset delivery. The protection and enhancement of Georges River’s This could include repurposing waste materials such tree canopy, biodiversity and ecological habitats as glass to produce high quality materials for roads, requires a joint effort between Council, neighbouring bridges and pavements. councils and local communities.

We will encourage and reward community initiatives Electric vehicles that support and protect the natural environment and implement Greater Sydney Green Grid projects We will transition Council’s vehicle fleet to electric across hydrological and ecological corridors to vehicles and promote and support the rollout of connect people to natural assets and local areas. electric vehicle charging infrastructure for residents. We will increase tree coverage and biodiversity through targeted education and active works programs, with a focus on Green Grid priority corridors.

The map below visualises what the Georges River LGA would look like with all the percentage bands currently below 40 per cent increased by 10 per cent.

Figure 3: Georges River LGA urban tree canopy (today and future)

Source: NSW Urban Vegetation Cover to Modified Mesh Block 2016, Office of Environment and Heritage.

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IN 2050 Valued and resilient communities

Georges River’s mix of social and cultural communities are celebrated and connected. It is a place where children are safe, engaged and able to explore as they grow up. All residents, workers and visitors enjoy cultural and entertainment facilities, events and activities. There is a range of housing types that meet the varied needs of the community.

Education opportunities are second to none with sought-after primary and secondary schools as well as clusters of universities creating a highly skilled and employable community. Local businesses offer a diversity of services and provide jobs to match a range of skills and experiences. We are responding to the increasing ageing population and are offering opportunities for purposeful employment for all ages.

Georges River offers innovative and creative spaces to meet, work, play and engage. Its connections with international communities drive networks for knowledge sharing, new ideas and new markets. Neighbourhood and global connections build resilience and the capacity to embrace change and create opportunities from unexpected challenges, shocks and stresses. DIVERSE

Current context

Georges River is home to people from 200 different ancestries, with 130 different languages spoken.

A higher proportion of residents are born overseas (42 per cent) and speak a language other than English at home (53 per cent) compared to Greater Sydney. The most common languages spoken at home other than English are Mandarin, Cantonese, Greek, Arabic and Nepali.

The number of residents who speak languages other than English at home grew from 54,601 in 2006 to 78,626 in 2016, whereas the number of residents who spoke English only at home declined from 65,157 in 2006 to 62,154 in 2016.

Hurstville has a higher proportion of Mandarin (33 per cent) and Cantonese (17 per cent) speakers than other areas within the LGA.

A higher proportion of retirees (65+) (15.3%) live in the area compared to Greater Sydney (13.4%), as well as a lower proportion of children and youth (0-20 years) (22.8%) compared to Greater Sydney (24.6%).

Demographic change and population growth will see an increase in retirees and in children and youth.

According to the Rental Affordability Index (RAI), for most parts of the Georges River LGA, a one-bedroom dwelling is affordable, while a two-bedroom dwelling is moderately unaffordable (assumed a household income of $85,000, consistent with the median annual household income of Georges River).

Rental dwellings are affordable for double- income couples with children, moderately unaffordable to unaffordable for single- income couples with children, and moderately unaffordable for student share households.

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Why should we take action?

• The number of retirees (residents aged 65 and above) is projected to have the largest proportion of growth between 2021 and 203611

• Education in relation to health and wellbeing, particularly among youth and older people, will be increasingly required

• As our population increases we are at an increased risk of loneliness caused by disengagement and social isolation, which could impact residents’ health and wellbeing

• Local centres must provide spaces for community interaction, particularly for older people and those suffering from social isolation

• Create NSW’s cultural infrastructure mapping (including Aboriginal Cultural Centres, Arts Centre, cinema, community centre, conservatorium, gallery, library, licensed venue, museum, outdoor event space, radio, studio, theatre and writers centre) shows a limited number of cultural infrastructure assets in the Georges River LGA

• Rapid technological changes will drive a need to upskill the community, especially the ageing population

• Changing demographics will require new and revised social and cultural services

• Services and facilities will need to be physically and financially accessible to all local communities

• A night-time economy requires a diverse range of activities suited to all ages

• International organisations are likely to locate to places where their workers feel part of the community

• There is increasing demand for a more inclusive economy where consumers make decisions based on ethical and moral dimensions

• There are high levels of rental stress in the central and northern suburbs of the LGA including Hurstville, Kogarah, Allawah, Riverwood and Narwee

• Development in established areas must create opportunities for a diverse range of housing at affordable price points including accommodation for families, older people, students and workers who provide vital services – such as teachers, health workers and emergency services

• There is a need for accessible and adaptable housing.

11 NSW Department of Planning & Environment 2016, New South Wales State and Local Government Area Population and Household Projections, and Implied Dwelling Requirements

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Why should we take action? What do we want to achieve? What are we doing already?

• A progressive and culturally rich community • A Cultural Strategy to articulate ideas and supported by social services and infrastructure.12 aspirations for culture across the city

• Leading educational facilities that support richness • Early designs for a transformed civic precinct in of knowledge and opportunity Hurstville which will deliver world class cultural assets • Increased employment opportunities for our population including our ageing community that • Extensive library services appealing to our diverse want to continue in the workforce community e.g. English Lessons, Code Club and Otaku Club • An increase in visitors from across Greater Sydney, nationally and internationally • A program of events celebrating our diverse community including Lunar New Year, Pride • Celebrations across diverse locations in Georges Month, Harmony Day, NAIDOC Week, Refugee River that reflect the local community and cultural Week and International Women’s Day identity • A Place Naming Policy to select names that • Visitors feel welcomed and safe. Residents, represent the diverse history of the region children and young people feel safe and engaged including Aboriginal history, heritage and culture, in their community early settlers, historically significant people, activities and industries and gender diversity • A vibrant night-time economy enhanced by a range of cultural events and activities • Artist in Residence Program from 2018 to 2020

• A diversity of housing types at affordable price • Hurstville Plaza and Kogarah Town Centre opened points to attract and retain a diverse community for night markets and social events

• More meeting and social spaces in the public • Festivals in our villages including the annual domain, especially in high density residential Oatley Village Festival, attracting more than 15,000 environments where these spaces are no longer people located in the traditional backyard setting. • Draft Inclusive Housing Strategy – Stage 1 Assessment of Housing Needs released for public 12 Georges River Council 2018, Community Strategic Plan 2018- 2028 feedback

• Provision of the Doing It Differently (DID) Grants, a partnership between South Eastern Sydney Local Health District (SESLHD) and Calvary Health Care to increase community connectedness and create lasting change.

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CITY SHAPING PROJECTS

Libraries as discovery and sharing networks

Libraries have always been an important Georges River Council can make advances towards community asset. Today, Georges River 2050 by: Council operates five libraries that serve • Identifying Council assets for future library space as places where people meet, work and play. • Expanding digital access to books • Providing more multi-functional spaces and co- working spaces Council’s draft Local Strategic Planning Statement • Piloting new services and products for borrowing has identified that an additional 1,800 sqm of library space is required to adequately serve the current • Investigating 24 hour access population. As we invest in libraries to support • Collaborating with other levels of government to future population growth and change, there is the deliver library services in a range of locations opportunity to create libraries of the future. • Delivering innovation labs operating out of Limited resources, collaborative consumption, the libraries supporting collaborative innovation older population, and demand for experiences will • Investigating libraries as a space for urban influence how libraries operate in 2050. We have agriculture. already started to see initiatives and ideas such as the Library of Things - an initiative that addresses waste generation and responsible consumption through sharing underused tools and equipment.

Future libraries will be places of learning and creation, requiring more dynamic and thoughtful use of floor space for a range of community uses. In a digital age, where physical interaction will be essential to community cohesion and personal wellbeing, libraries will remain important communal places where knowledge is shared. To meet changing community expectations, libraries will need to offer the right mix of programs and updated facilities, 24-hour services and the latest technology, including robotics and augmented reality applications. These features will help people to be innovative while also providing for lifelong learning, community functions and workshops. Our libraries of the future deliver experiences and are increasingly flexible to our diverse community.

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CITY SHAPING PROJECTS

Hurstville celebrated as a vibrant and active city centre

Hurstville is celebrated for its rich history We will make advances towards this 2050 vision by: and cultural diversity. The arrival of new • Promoting and implementing the Hurstville Place migrants from Hong Kong and southern Strategy China provided a local economic boost in the 1980s. Today Hurstville is home to • Creating a connected, walkable centre approximately 30,950 people, of which • Greening the city with both tree canopy and 38 per cent were born in China.13 sustainable development practices for new dwellings Our vision for Hurstville is that it ‘marches to its • Ensuring the redevelopment of the civic own beat’ as a proud showcase of local culture precinct meets future demand and realising the for a growing yet connected community. The city opportunity it presents to the city is brought to life through authentic and creative places and is celebrated as a green, accessible and • Identifying opportunities for new social innovative city.14 The South District Plan identifies infrastructure and open space Hurstville as a retail destination for the South • Encouraging creative solutions and innovative District, its library attracted 50 per cent of all library ideas through community and government grants visits in Georges River LGA in 201815. Projects such as Hurstville Plaza and the Hurstville Civic Precinct • Establishing mechanisms for more affordable Master Plan will deliver first class cultural assets housing to further enhance Hurstville as the heart of the • Developing a positive brand and marketing plan to Georges River LGA. Investment in social infrastructure create a strong identity for Hurstville. and open space is needed for Hurstville to continue to thrive.

13 Georges River Council 2018, Economic Development Strategy 2018 - 2022 14 Draft Hurstville Place Strategy ‘Hurstville Heart of the City’ 15 Georges River Council 2018, Open Space, Recreation and Community Facilities Strategy Draft Strategy 2018 - 2036

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55 56 diversity. demonstrates ourcommitmentto celebratingour cultural events andfestivals. OurCulturalStrategy morecan work withthecommunity to identify Christmas. Whilethesefestivals we are important, New Year, BeingGreek Festival andtheMagicof We hostfestivals throughout theyear suchasLunar all communities Celebrations andfestivals for FUTURE PROJECTS GEORGES RIVER2050/LEADINGFORCHANGE heritage andhistory. residents andvisitors to learn aboutGeorges River’s for existing European namesprovides anopportunity place namesgiven byAboriginalpeopleandthe situated. Dualnamingof placesinboth theoriginal land andwater inwhichtheGeorges River region is are thetraditionalinhabitantsandcustodians of all they live on.TheBiddegalpeopleof theEoraNation help peoplebuildadeeperconnectionwiththeland of aplace.Placeandbuildingnamescan and history buildings; theycanalsoreflect theculturaldiversity Names represent localidentityanddefineplaces Dual namingof places

Secatibe runtum earum sincilla velenimus auta nobit raecus di omniet DIVERSE

Create performance and Child-friendly city public art The number and proportion of children and young people are expected to increase. We are committed Performance and public art make a place more to improving the lives of children living in Georges vibrant and interesting. Parks and public open spaces River. Being a child-friendly city goes beyond provide great opportunities for performance and recreational parks and playgrounds within walking public art. We will work with local and renowned distance of home; we need to also consider the artists to transform public open space into outdoor quality and safety of the urban environment from galleries and performance space. Artists will also help a child’s perspective. We need to plan for access to inform the design of a transformed Civic Centre to quality education and skills, social and community provide unique and impactful creative spaces. services and how children engage in civic life through opportunities to express opinions and influence decisions that affect them. The needs, priorities and rights of children and young people are central to policies, programs and decision making. A focus on children will create the engaged citizens of the future

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Inclusive/affordable housing near public transport

More affordable housing for very low to medium income households (including key workers) near public transport can create a more inclusive community. We need to plan for a diversity of housing types to suit different needs and respond to the expected increase in the number of key workers (people working in the health and education sectors). Setting appropriate affordable housing targets and having the right mechanisms in place to achieve the target will help to keep key workers and lower income households in our area. The figure below shows the current Rental Affordability Index for Georges River, relative to Greater Sydney. It shows that rental housing, while unaffordable, is more affordable that many locations in the Eastern District. Maintaining a proportion of affordable housing is critical for a diverse community.

Figure 5: Georges River LGA Rental Affordability Index 2018

Source: SGS Economics and Planning (2018) See Data Notes.

58 DIVERSE

IN 2050 A strong economy embracing change, new technology and ideas

Georges River has a strong economy with a range of local businesses and attractive investment opportunities from start-ups to scale ups, small to medium size enterprises to larger establishments. Local businesses embrace change, new technology, research and ideas. They are attracted by the accessible networks locally, across Greater Sydney and access to global markets. Kogarah (health, education and innovation) and Hurstville (retail, entertainment and civic) are complemented by lively local centres and villages that offer jobs and services for residents and workers. Industrial precincts have evolved into productive and creative hubs with economic activities across local manufacturing and urban services that make the most of applied technologies to take new ideas to markets.

High quality education offerings including an extensive university presence allows residents of all ages and talents to engage in lifelong learning to build their knowledge, creativity and wellbeing. This creates ideas and economic competitiveness through education, training, community programs, experiences and collaboration.

Georges River Council leads by example with a culture of innovation embedded across projects, partnerships and procurement. Smart city technology enables Council to use data and analytics to solve complex problems and increase transparency in decision-making. The proactive take up of new technology improves operations and services that meet community needs. INNOVATIVE

Current context

Georges River LGA has a higher proportion of knowledge-intensive jobs and health and education jobs compared to the South District. Although the proportion of knowledge-intensive jobs slightly declined between 2006 and 2016, health and education jobs have experienced the largest growth.

Professionals, clerical and administrative workers and community and personal service workers were the top-three highest number of occupations in the local workforce in 2016.

The most popular field of study for residents was management and commerce (29.1 per cent), followed by engineering and related technologies (13.3 per cent).

In 2018, 62 per cent of local businesses were non-employing businesses, while 27 per cent were small size enterprises with one to four employees.

A higher proportion of Georges River residents hold undergraduate and postgraduate degrees compared to the overall South District population, reflecting a highly skilled residential population.

In 85.4 per cent of households at least one person accessed the internet from home in 2016.

Our Strategic Centres, Kogarah and Hurstville are hubs for research and education and provide opportunities for increased innovation.

73.7% of our workers travel outside the LGA for work, meaning there is great potential for job containment.

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Why should we take action? What do we want to achieve?

• As technology rapidly reshapes the way people • A strong university presence in Georges River work, study, live and play, there are opportunities to adopt new technologies and thinking to foster • A successful Health, Education and Innovation liveability, sustainability and productivity Precinct at Kogarah which attracts Australian and international investment • Domestic and international investment is attracted to places that embrace change and innovation • Partnerships with innovation leaders to trial new products and services that find solutions to urban • City governance will become more complicated challenges with a growing population and limited resources • An innovative culture within Georges River Council • With improved transport connections, cities will to facilitate innovation across the city need to compete to attract a skilled workforce • A city that invites and supports start-ups and small • Universities are looking to expand their reach and business by providing physical and online spaces partner with other educational institutions. for innovation as well as increased opportunities to work with Council

• City-wide digital connectivity which supports social inclusion and economic growth

• Containment of jobs within the LGA growing the retention of our workforce.

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What do we want to achieve? What are we doing already?

• The establishment of a new City Strategy and • Developing a program of events to support local Innovation Directorate to drive a culture of start-ups and entrepreneurs innovation within Council and the City • Working towards a City Launch event to promote • Implementation of our Economic Development Georges River's potential and strategic significance Strategy focusing on the growth of a progressive, innovative, diverse and productive economy • Injecting innovation into our environmental sustainability programs including our sea wall • Working to establish a governance group for regeneration program. the Kogarah Collaboration Area to achieve the priorities of the Place Strategy

• Our Kogarah Investment Attraction Strategy will drive innovation into Kogarah, particularly in the health sector

• Smart City innovations focused on delivering activation of our public domain

• Artist in Residence Program represents a range of artistic fields, including creative writing, printmaking, painting, poetry, sketching and photography

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CITY SHAPING PROJECTS

Kogarah Health, Education and Innovation Precinct

Kogarah is a centre of medical expertise, Early moves to progress the Kogarah Health, with jobs concentrated in the health Education and Innovation Precinct include: care and social assistance sectors. It • Participating in the Collaboration Area process, has the potential to attract world-class place strategy and implementation of the strategy researchers and become a leader in alongside State agencies and Bayside Council health, technology and sports innovation, building on public hospitals and two • Build a Kogarah Alliance across key anchor private hospitals, a university presence institutions such as hospitals, TAFE and Westpac and a TAFE that are well established. to advocate, co-fund and work together on key projects The Greater Sydney Commission is partnering with Georges River Council, Bayside Council, relevant • Brand and position Kogarah as a precinct for State Government agencies and a reference group 4 Rs; recovery, rehabilitation, restoration and comprised of local non-government representatives regenerative medicine to plan for the future investment in Kogarah Health and Education Precinct through a Collaboration Area • Targeting international investment opportunities to process, Place Strategy and governance framework support the Precinct for the precinct. • Investigate the scope for an international, selective Council is also advocating to build the research and or independent school of specialised STEM innovation function of the precinct. We are doing this (science, technology, engineering, mathematics) by facilitating business and investment attraction, subjects place activation and public transport to support the hub’s existing and future jobs and economic activity. • Explore opportunities for the development of a hotel, short-term accommodation, and/or student Our Kogarah Investment Attraction Strategy aims accommodation in Kogarah to attract innovation into the precinct by promoting Kogarah’s competitive advantage as a place of • Work towards an improvement of place and wellness focusing on Recovery, Rehabilitation, develop pathways towards sustainability, carbon Restoration and Regenerative medicine (4 Rs). reduction and improved environment • Investigate the use of Council-owned assets in Kogarah to provide opportunities for potential business investment and relocation.

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CITY SHAPING PROJECTS

A home for Universities

Kogarah generates 17 per cent16 of the Early moves to attract a multi-disciplinary university South District’s jobs and is anchored by include: St George Public Hospital, UNSW’s St • Promoting Kogarah and Hurstville as George and Sutherland Clinical School, prime locations for universities through the St George Private Hospital, Calvary Public implementation of the Collaboration Area Place Hospital, Wesley Private Hospital and St Strategy and Kogarah Investment Attraction George TAFE. Strategy

The development of the Kogarah Health and • Investing in the public domain to attract visitors, Education Precinct provides a great opportunity for business and investment a tertiary institution to be located at Kogarah. The • The implementation of the Kogarah and Hurstville presence of these institutions creates an ecosystem Place Strategies that enhances the conditions for an innovation • Advocating to tertiary education providers about district with a multi-disciplinary university that the benefits of locating in Georges River supports associated medical research institutions, commercialisation of R&D, start-ups, residential and • Securing private investment through engagement amenities. with local businesses and networks.

The St George and Sutherland Clinical School is part of the Faculty of Medicine at UNSW Sydney which provides clinical teaching units to students. 16 City Plan Strategy & Development 2017, Kogarah North precinct Draft Progression to an innovation district would require Urban Design Strategy the current university presence to be expanded. This would attract jobs and investment into Georges River and provide local tertiary education to residents.

Hurstville is also the ideal location for a university presence or a co-located education facility with an independent school, university and high-quality council facilities such as gallery and museum facilities. Hurstville’s proximity to the Sydney CBD and access to major transport hubs will support the flow of students attracted to high-quality learning opportunities. The people of Hurstville also have an extremely high level of Bachelor degree or higher attainment sitting at 45.2% compared to 28.3% for Greater Sydney in 2016.

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Georges River LGA, health, education and knowledge intensive jobs in 2016; and centres and precincts that will be a focus for future innovation.

This map shows a future clustering of knowledge intensive jobs.

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FUTURE PROJECTS

Peakhurst maker space for Businesses that create value creative manufacturing for people and planet

Our Economic Development Strategy envisioned Circular economy principles protect and conserve Peakhurst to be a place “where families work, live limited resources. As people become more aware of and play”. A maker space for creative manufacturing the impacts of climate change and the importance of could help to achieve this vision. Peakhurst has the sustainability, the green economy sector economies largest industrial zoned area in Georges River LGA, that are low carbon, resource efficient and socially with almost 3,500 workers. Our community centres inclusive will grow. We will lead the transition into are perfect maker spaces where residents can use and a green economy and support businesses that also learn to use materials for creative manufacturing. have this focus.

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Open government data City-wide data and digital

Data produced by government that anyone can freely connectivity access, use, modify and share is increasingly being Digital connectivity is critical as technology plays a published. A proactive approach to sharing data greater role in day to day life. All people, businesses provides cost savings to council, as well as unlocking and organisations in Georges River will have access innovation and empowering the community. to connectivity, information, skills and capabilities that Significant economic value will be unlocked with digital connectivity enables. We will focus on digital open data. Georges River Council will create a portal inclusion so no one is left behind. Initial steps include to allow the public to access certain data sets for the free public WiFi in public spaces and increased wider benefit of the community and to encourage access in community spaces as well as continued an accessible, green, diverse and innovative council. learning opportunities and skill development at our Spatial and other data could be released across libraries. We will also seek out opportunities for our transport and access, public domain, community, commercial centres to be future proofed with digital planning, culture, economic, environment and infrastructure to support productivity and increase regulations. investment. These investments may include smart grids to manage energy, waste and water.

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TARGETS, MONITORING AND REVIEW

Georges River 2050 is supported by a monitoring and review framework (see table below) that provides accountability and transparency to support decision-making and implementation. Annual reporting will connect decision-making, resource allocation, actions and outcomes. Targets will align with broader indicators across our work to track recent and emerging trends, outcomes and activity across priorities – shaped by a data-driven approach to operational improvements and performance. The targets and indicators are mapped against the UN SDGs to demonstrate how local priorities work towards global goals.

UN sustainable development goals Theme Targets Indicators Control, influence or concern19 Goal 3 Good health and wellbeing Accessible: with opportunities for everyone through connecting Access to Sydney CBD and Sydney Airport Reduced journey time to work, services and Influence globally, in Greater Sydney and locally. within 10 minutes via public transport amenity – access to other health and education precincts for treatment, education and knowledge sharing Goal 17 Partnership for the goals Dedicated cycling network and safe walking Increase in walking and cycling trips Control paths that increase accessibility to centres, schools, public transport, parks and the Georges River

Goal 11 Sustainable cities and Green: with reduced environmental impact and enhanced natural Increase in tree canopy cover (including Compared to baseline of 38 per cent in 2018 Influence communities assets, focussed on the river and catchments. mangroves) to 50 per cent20 Reduced urban heat island effects Number of hot days over 35 degrees

Goal 12: Responsible production Zero waste to landfill 100 per cent diversion of waste from landfill Influence and consumption Percentage of reduction of waste Net-zero emissions Reduced total carbon dioxide (CO2) emissions Influence produced compared to the amount removed from the atmosphere through a variety of carbon offset measures Goal 10 Reduced Inequalities Diverse: with welcoming communities that are valued and resilient. Increased housing affordability and 10 per cent of new residential floor space as Influence inclusiveness affordable housing21 Number of accessible and adaptable dwellings

Goal 11 Sustainable cities and Reduced relative income inequality Living costs as percentage of household income Concern communities Dwelling price to income ratio Mortgage/rent stress Unemployment rate decreased Gini co-efficient Increased resident sense of living in a Compared to baseline of 61 per cent in 2018 Influence community reduced social isolation

Goal 8 Decent work and economic Innovative: with a strong economy embracing change, new A stronger local economy supported by a Number of local jobs occupied by Concern growth technology and ideas. variety of jobs residentsIncreased number of jobs accessible within 30 minutes

Goal 9 Industry, innovation and No net decrease in commercial, retail and Compared to baseline of 115.56 ha employment Control infrastructure industrial zoned employment land capacity lands in 2017

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18 The table notes if Georges River Council has control (policy areas in direct control), influence (issues which Georges River Council does not control but can influence), or concern (those areas that Georges River Council doesn’t control or influence but are of concern to the community) over achievement of the targets. 19 The Five Million Tree Program proposed to plant 5 million trees in Greater Sydney by 2030, and increase Greater Sydney’s urban tree canopy cover to 40 per cent 20 NSW Department of Planning & Environment has suggested a target of 5 per cent to 10 per cent, future investigation is required to set the exact target for Georges River LGA. An affordable housing target will be developed as part of the affordable housing contribuition scheme.

Goal 9 Industry, innovation and No net decrease in commercial, retail and Compared to baseline of 115.56 ha employment Control infrastructure industrial zoned employment land capacity lands in 2017

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NEXT STEPS

Integrating implementation across our four strategic directions and project ideas will embed our aspirations across all Council activities, budgets and priorities. It will inform partnerships, collaboration and advocacy programs. We will take the lead for a positive future.

Delivering Georges River 2050 Progressing Project Ideas

We will realise Georges River 2050 in the context of The Project Ideas will be investigated through NSW Government long-term planning initiatives such feasibility studies, market analysis, business cases and as the Premier’s priorities, the Greater Sydney Region community and stakeholder engagement. Plan, South District Plan and Future Transport 2056. Georges River 2050’s actions will respond to and They represent a starting point for further work on shape future priorities across government. how we can achieve Georges River 2050.

Georges River 2050 will guide decision-making across Council and inform other strategies and Annual monitoring, review and plans, including the 10-year Community Strategic Plan, Local Strategic Planning Statement, Economic reporting Development Strategy and Housing Strategy (see Figure 1). We will track our success through the monitoring and reporting framework (see previous section) Our Innovation Strategy and Reputation Strategy will and review Georges River 2050 every five years to bring Georges River 2050 to life and create a culture keep on track with the latest data on population of leading ideas through to reality. Innovation will be and demographic change, economic change, reflected in future city building projects and services environmental performance and emerging global improvements. The Reputation Strategy will position trends and new technology. Georges River as a leading voice for a positive future. An initial baseline indicators report will help us to set targets, including benchmarking followed by forecasting as required. Fostering partnerships

We will foster partnerships of influence with relevant State agencies and industry and special interest groups to secure important infrastructure and services to deliver the aspirations of Georges River 2050. Partnerships with other councils will coordinate our work on shared issues. We will continue to work with local businesses and communities to identify collaboration and co-create opportunities.

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DATA NOTES

Employment and industry data Rental Affordability Index

SGS Economics and Planning has categorised ABS’s It is generally accepted that if housing costs exceed ANZSIC Divisions into four broad industry groups: 30% of a low income household’s (households with the lowest 40% of income) gross income, then that Knowledge intensive jobs household is experiencing housing stress (30/40 rule). In the RAI, households who are paying 30% • Information Media and Telecommunications of income on rent have a score of 100, indicating • Financial and Insurance Services that these households are at the critical threshold for housing stress. Scores of 100 and less indicate • Rental, Hiring and Real Estate Services that households spend 30 per cent or more of their • Professional, Scientific and Technical Services income on rent. At this level, rents are of such a level that they negatively impact on a household’s ability • Administrative and Support Services to pay for other primary needs such as food, medical • Public Administration and Safety requirements and education.

• Health and Education jobs An index score of 80 or less indicates severely • Education and Training unaffordable rents with households paying 38 per cent or more of their income on rent. Extremely • Health Care and Social Assistance unaffordable rents occur when the index score is 50 • Population Serving jobs or less, and households spend 60 per cent of their income or more on housing. • Construction • Retail Trade Scores between 100 and 120 represent areas that are close to a situation of unaffordable housing, with • Accommodation and Food Services households seeking to rent there less likely to easily • Arts and Recreation Services meet and pay off unexpected costs or bills. Young families with children in care may find it particularly • Other Services difficult to make ends meet. • Industrial jobs RAI scores of 120 to 150 indicate that households • Agriculture, Forestry and Fishing would pay 20 to 25 per cent of their income on • Mining rent, facing moderately unaffordable rents. A RAI • Manufacturing score between 150 and 200 indicates households seeking to rent in a particular area would experience • Electricity, Gas, Water and Waste Services acceptable rents, while a score greater than 200 • Wholesale Trade indicates relatively affordable rents. • Transport, Postal and Warehousing The RAI uses the 30 per cent of income rule. Rental affordability is calculated using the following equation:

RAI = (Median Income⁄Qualifying Income) x 100.

For the purpose of this work, we’ve chosen the Average Australian Rental Household category to calculate the RAI which assumed an annual household income of $80,000 for all dwellings

79 GEORGES RIVER 2050

NATIONAL NSW GOVERNMENT AND GREATER SYDNEY COMMISSION GEORGES RIVER COUNCIL Smart cities plan A metropolis of Future transport strategy South District plan Georges River 2050 20-Year outlook Three cities 2056 20-Year plan Leading for Change (2016) 40-Year vision Building momentum state 20-Year plan infrastructure strategy Smart investment 2018-2038 Smart policy Smart technology COMMUNITY ENGAGEMENT The national cities performance Greater sydney Future Transport 2056 South district directions: 10 Year Community Strategic Plan framework Region Plan Coag • F6 extension- stage 1 and • 23,250 Dwellings by 2021 / • Infrastructure and • Possible stage 2 83,500 by 2036 Collaboration Local Strategic • Kogarah to Parramatta • More jobs in Kogarah • Liveabiltiy health and education Planning Economic • Via Kingsgrove and Statement Development • Productivity • Increase housing Bankstown mass transit / Strategy • Sustainability trainlink affordability and diversity • Implementation • Miranda and Kogarah • Connections Sydney to Wollongong Local • Extentation of South-east Innovation Environmental mass transit from Coogee • Protecting waterways and Strategy the natural environment Plan • Strategic road Wollongong via Kogarah • Community services and and North to M1 infrastructure to meet Other Plans changing needs and Strategies Reputation • Greater resilience in the Including Kogarah Strategy face of natural hazards Collaboration and extreme heat Area

Georges River 2050 – Leading for Change illustrates the vision Georges River Council has for the Georges River area. The images in the document are strictly indicative only. The images shown do not comply with existing planning controls. Property and planning decisions should not be informed by this document. Georges River Council is not liable for loss or damage arising out of the use of reliance upon information contained in the document. The content must not be modified, copied or provided to a third party without the prior written consent of Georges River Council.

80 LEADING FOR CHANGE

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